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<td class="pageTitle" nowrap="true">Task: Define Monitoring &amp; Control Processes</td><td width="100%">
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<td valign="top">This Task describes how to establish project indicators, status reporting procedures, and corrective action mechanisms.</td>
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<td>Disciplines: <a href="./../../rup/disciplines/rup_project_management_discipline_F303DA84.html" guid="_yeA1y9nmEdmO6L4XMImrsA">项目管理</a></td>
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<div class="sectionHeading">Purpose</div>
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<td class="sectionTableSingleCell"><a id="Top" name="Top"></a><a key="监视和控制（monitoring and control）" text="定义" name="XE_monitoring_and_control__defining" id="XE_monitoring_and_control__defining" class="index"></a> 
<p>
    The purpose is to define the information and processes that will be used to monitor and control the project progress,
    quality and risks.
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<div class="sectionHeading">Relationships</div>
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<th class="sectionTableHeading" scope="row">Roles</th><td class="sectionTableCell" width="42%"><span class="sectionTableCellHeading">Primary Performer:
								</span>
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<li>
<a href="./../../rup/roles/rup_project_manager_363CE680.html" guid="{EE97A8CD-66CA-4A9B-9871-E3B94CCED528}">项目经理</a>
</li>
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</td><td class="sectionTableCell"><span class="sectionTableCellHeading">Additional Performers:
								</span></td>
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<th class="sectionTableHeading" scope="row">Inputs</th><td class="sectionTableCell" width="42%"><span class="sectionTableCellHeading">Mandatory:
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<li>None</li>
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</td><td class="sectionTableCell"><span class="sectionTableCellHeading">Optional:
								</span>
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<li>
<a href="./../../rup/workproducts/rup_risk_management_plan_20A20D4E.html" guid="{D6752789-E49F-412A-8E56-BF1709A50E88}">风险管理计划</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_project_plan_D89CA030.html" guid="{D77D6716-B167-4643-A4B6-6F76C7769A80}">软件开发计划</a>
</li>
</ul>
<ul></ul>
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<th class="sectionTableHeading" scope="row">Outputs</th><td class="sectionTableCell" colspan="2">
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<li>
<a href="./../../rup/workproducts/rup_measurement_plan_E4DFAC77.html" guid="{5932E02C-C446-4F54-83A4-307C878811E9}">度量计划</a>
</li>
<li>
<a href="./../../rup/workproducts/rup_project_plan_D89CA030.html" guid="{D77D6716-B167-4643-A4B6-6F76C7769A80}">软件开发计划</a>
</li>
</ul>
<ul></ul>
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<div class="sectionHeading">Steps</div>
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<div class="stepHeading"> Define project indicators </div>
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<td><a id="Define project &quot;indicators&quot;" name="Define project &quot;indicators&quot;"></a>
<p>
    Project "indicators" are pieces of project information that give a picture of the health of the project's progress
    against the software development plan. Typically a project manager will be concerned with indicators that apply to the
    project's scope of work, budget, quality, and risks. As a project progresses, the project manager will monitor these
    indicators and instigate corrective actions when they exceed pre-defined trigger conditions (see <a href="#Define procedure & thresholds for corrective action">Define procedure & thresholds for
    corrective action</a>). These project indicators may include the following:
</p>
<ul>
    <li>
        Total spending vs. budget
    </li>
    <li>
        Revised scope (work done + estimates to complete) vs. planned scope
    </li>
    <li>
        Defect density vs. quality objectives
    </li>
    <li>
        Risk indicators (situations that tell you a risk is being realized)
    </li>
</ul>
<p>
    The definition of these indicators is driven by the project's budget, quality objectives and schedule (detailed in the
    Software Development Plan) and is captured in the project's Measurement Plan and Risk Management Plan.
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<div class="stepHeading"> Define sources for project indicators </div>
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<td><a id="Define sources for project indicators" name="Define sources for project indicators"></a>
<p>
    The projector indicators, in most cases, will be consolidated project measures calculated from more granular primitive
    metrics. that are reported by the project team on a regular basis. How these primitive metrics are to be captured, and
    the process for using them to calculate the project indicators is defined in the project's Measurement Plan.
</p>
<p>
    Other indicators (especially risk indicators) may be simply the status of whether a particular situation has occurred
    or not. For these cases, the source of the information on the indicator status is all that needs to be identified.
</p>
<p>
    <i>Section 4.4 Project Monitoring and Control</i> of the Software Development Plan should include a brief description
    of the project indicators that will be used on your project. Note that there are separate sub-sections in this section
    of the SDP covering control of the project's schedule, budget, and quality. Control of project requirements is dealt
    with separately in the Requirements Management Plan.
</p></td>
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<div class="stepHeading"> Define procedure for team status reporting </div>
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<td><a id="Define procedure for team status reporting" name="Define procedure for team status reporting"></a>
<p>
    Once the primitive metrics and project indicators have been defined, you should define the procedure and reporting
    frequency for project team members to report their status. This procedure should describe the process for booking time
    against activities, reporting the completion of tasks, achievement of project milestones and reporting of issues. To
    ensure a consistent flow if information, it is typical for standard templates to be defined for timesheets and team
    member status reports.
</p>
<p>
    This procedure is documented in <i>Section 4.4.5 Reporting Plan</i> of the Software Development Plan.
</p></td>
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<div class="stepHeading"> Define procedure thresholds for corrective action </div>
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<td><a id="Define procedure & thresholds for corrective action" name="Define procedure & thresholds for corrective action"></a>
<p>
    In order to maintain effective control of the project, the project manager defines threshold (or trigger)
    values/conditions for each of the defined project indicators. These threshold conditions are recorded in the
    appropriate sections of <i>Section 4.4 Project Monitoring and Control</i> of the Software Development Plan.
</p>
<p>
    When these thresholds are exceeded, the project manager must take corrective action in order to bring the project back
    on track. Depending on the severity of the condition, the project manager may be able to resolve the situation within
    his authority (by issuing appropriate work orders). If the situation goes beyond the project manager's authority he
    will need to issue a Change Request and activate the project's change control process.
</p></td>
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<div class="stepHeading"> Define procedure for project status reporting </div>
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<td><a id="Define procedure for project status reporting" name="Define procedure for project status reporting"></a>
<p>
    <i>Section 4.4.5 Reporting Plan</i> of the Software Development Plan should also describe the frequency and procedure
    for the project manager to report project progress to the Project Review Authority (by issuing a Status Assessment).
    This procedure describes when and where scheduled and un-scheduled PRA Reviews will occur, and what information is to
    be included in the Status Assessment. The project manager will use the Issues List for continuous recording and
    tracking of problems (that are not the subject of some other management control instrument, such as the Change Request
    or the Risk List) in the periods between the production of Status Assessments.
</p><br />
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<td class="copyright">Copyright &copy; 2008 版权所有 东软集团股份有限公司&nbsp; 联系邮箱:<a href="mailto:tcoe@neusoft.com">tcoe@neusoft.com</a></td>
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